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>An ethnographic study of the Mexican entrepreneur: A configuration of themes and roles impacting managerial leadership in an emerging economy.
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An ethnographic study of the Mexican entrepreneur: A configuration of themes and roles impacting managerial leadership in an emerging economy.
In organizational science and sociology it is understood that ideology influences action by shaping individual choices regarding goals and strategies. This ethnographic study examines the ideology of the Mexican entrepreneur to gain a deeper understanding of managerial leadership in Mexico. The data are derived from in-depth interviews with thirty-three empresarios whose bases of operation were either in Mexico City or the border region, at Ciudad Juarez. Some participant observation was also involved. Interviews with other professionals, scholars and practitioners, and reviews of Mexican media reporting business, economic and political events constitute the bulk of triangulating data. The study spanned several business sectors, including entrepreneurs associated with large, medium and small businesses. Six women were among the informants. The study was conducted over a three-year period (1996--98) and in the context of rapid globalization.; Seven themes and six roles emerged from the analysis of the data. Interrelationships sorted into two types of configurations. The configuration of themes reflects institutional factors important in understanding and explaining entrepreneurial action and transformation in the context of a particular nation-state. The second configuration illuminates the influence of the themes upon the activities of entrepreneurs. The themes are: the family, personal networks, the influence of the U.S., "institutionalization," the entrepreneur's attitude regarding technology, their identity as Mexicans, and their relationship to the Mexican government. The roles are: creating and articulating values, formulating and implementing strategy, defining a leadership role, determining governance, developing trusting relationships, and determining social responsibility.; The study finds that, although management and leadership in Mexico are changing and the influence of the U.S. is strong, paternalistic patterns remain in the Mexican model of managerial and entrepreneurial leadership because of persistent traditional ideological and cultural influences, as well as legal requirements.; The results of this study are compared to those obtained by the GLOBE study of leadership in Mexico. The results have implications for research in comparative cross-cultural managerial studies, future studies of entrepreneurs in Mexico and other emerging economies, and for those doing business in Mexico.
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